CRM & SOCIAL NETWORKS.

Author:Janakova, M.
Position:Customer relationship management - Report
 
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INTRODUCTION

CRM (Customer Relationship Management) industry is one of the big businesses with great potential for the future based on CRM trends. The growing business affects customer contacts. Statistics show revenue from CRM applications between 2010 and 2017. In 2011, it was USD 16.08 billion, and increased annually by approximately USD 2-3 billion to USD 26.29 billion in 2015 (Global CRM software revenue 2010-2017). The big jump occurs in 2016 and 2017. In 2016, the revenue from the CRM market was approximately USD 33.7 billion, and in 2017 it was approximately USD 39.5 billion. Similarly, Gartner claims that CRM will be the fastest growing IT (information technology) market in 2018. (Bamiduro & Rob, 2018). Finally, it is estimated that the global CRM market will be approximately USD 81.9 billion in 2025. Reasons are focused on leadership, contact and service management, customer voice support with over 20% growth.

The CRM industry influences rapid changes in information technology and there is also room for social networks. Major trends in CRM are visible in automated workflows, IoT (Internet of Things) integration, self-service, mobility support, and integration of social networks (media such as Facebook, Twitter and many others) (Chapalamadugu, 2018). Social media play an important role in these trends and it is estimated that approximately 67% of customers are communicating with social media accounts (Anastasia, 2018). Social media integration into CRM delivers social CRM with the benefit of providing customer support online (customers are now using these media very well) with quick customer-to-chat and real-time conversation, feedback on customer experience and quick response to getting customer confidence. CRM applications have many channels for communicating with customers, such as social campaigns, sales calls, and mobile marketing. These IT-based trends play an important role in CRM industry to improve customer experiences and the implementation must be optimal for everyday use with common trends.

CRM and social media are in the interest of many authors of scientific works, books, analyzes, and blogs. Integrating social media into CRM creates the right solution for marketing with great potential (Top 2018 CRM Trends For Businesses, 2018). This integration offers better customer retention by 26% based on the fact that customers spend time on networks. In this state of affairs, it is natural that the future of CRM is closely related to social media, and CRM applications will integrate social media. The main reason is that it helps to communicate with customers through social networks to deliver customer loyalty (Srivastava et al., 2018). These solutions use customer profiles for marketing and sales to improve service and journey to customers. Many social media experts predict key trends for social media and their integration into CRM for use in marketing (with Facebook Messenger), diversified network ads (with Twitter and Pinterest), and information sharing (with Snapchat, Messenger, Facebook or Instagram). From the overview, social media is playing an increasingly important role in CRM- based performance (Kamboj et al., 2016).

There are many specialized applications for customer relationship management from complex information systems to easier tools to business success (Greenberg, 2009). These CRM applications are available in many forms as an open-source and commercial solution. Orientation can be difficult due to the large volume of available CRM applications. Optimal selection may be realized with the help of surveys, analyses or top lists to evaluate CRM applications (Chavdarov, 2015). Their authors try to evaluate selected CRM applications by defined criteria, but there is not a particular interest in links to social networks and their integration into adopted CRM applications. This topic is mentioned only marginally with a few words. It is a controversy with regards to the requirements of business (Alharbie, 2015). They need to work with all the available information about customers and social networks create a unique source for this information (Diffley & McCole, 2015).

This paper therefore focuses on integration of social networks into CRM applications and searches for public recommendation for optimal implementation based on inspiration from adopted solutions in various CRM applications. For this purpose, the paper is divided into several chapters. The second chapter is dedicated to an overview of the available CRM applications and social networks. The third chapter describes the existing problem in detail. The adopted method of solution is also mentioned. The fourth chapter consists of the basis of this paper, as it describes the realized analyses of selected CRM applications to collect data which are used for other recommendations for optimal implementation of social networks into CRM applications (the fifth chapter). Finally, the last chapters are focused on the conclusion, acknowledgements and references. The references provide a current overview of CRM applications, social networks, realized analyses and top lists for CRM applications; they are also of interest in relation to this topic and business. These references are from scientific journals, books and the Internet.

CRM APPLICATIONS AND SOCIAL NETWORKS

Information technology provides numerous implementations in the area of operating and database systems, information systems, knowledge databases, management information systems, desktop publishing and also customer relationship management. There are important connections with intelligences such as business, competitive, or customers because they help in searching out unexpected links between various data and hidden gaps on the market. The first CRM applications begin in the 1980s (Flory, 2013). This was a period when database systems provided a good solution for data storage and default operations such as orders, invoicing, warehouses and accounting. This support was verified by the required methods and methodologies in the implemented information systems. There were also questions about the further development of database systems and their use. In this situation, CRM applications and various intelligences provide a new challenge for information technology for better support of company architecture (Banaeianjahromi & Smolander, 2017). CRM development is dynamic and there are several stages.

Customer service automation occurred in the form of call centers over the years 1980- 1990. Companies used customer relationship records to understand stored records for customers, based on a centralized data management system, from 1990 to 1995. The time period 1995-2000 was focused on creating value for customers by improving the value of the products on the basis of customer preferences, and diversification customer programs by specific applications. There were changes in companies moving toward a culture involving a customer-oriented company from 2000-2005, where there was space for development of management, based on customer relationship management. Finally, from 2005-present, the creation of a structure and processes of a customer-oriented company, that brings an effective customer-based organization, is apparent; where the customer is viewed as a relationship entity and various models are developed involving customers (Peppers & Rogers, 2016).

The interest in CRM applications has an impact on their diversity and available options. Solutions for individual companies, specialized solutions, as well as general applications, help in customer relationship management have been created. A positive reality is that competition is high and many developers offer an adopted solution as open-source, or in the form of demo and trial. The reason is obvious; they like to share the positive benefits from their CRM applications between IT users and facilitate the first acquaintance with the application. The list of available CRM applications is amazing, although good orientation is provided by the magic quadrant from Gartner (Gartner, 2017). This quadrant works with two axes focused on the ability to execute and the completeness of vision.

This quadrant is divided into four rectangles which are dedicated to CRM applications on the level of niche players, visionaries, challengers and leaders. Niche players have a lower ability to execute as well as a completeness of vision. Visionaries have a lower ability to execute, but their completeness of vision is larger. Challengers have a greater ability to execute, but have lower completeness of vision. Leaders have both, a greater ability to execute and a fuller completeness of vision. Niche players are CRM applications such as Eptica, ServiceNow, Freshdesk, or SugarCRM. Challenger is SAP, and leaders are Microsoft, Oracle, or Salesforce. This is just a fragment of all CRM applications (CRM Software, 2018), and there are, for example, CRM applications such as 1CRM, AB Client Care, Basic Online CRM, Call Center CRM, Darzin, Easi-CRM, FastTrack, GetScorecard, HaystackCRM, icomplete CRM, junariCRM, Kapture CRM, Lead Closer, MagicCRM, NEHANET CRM, Odoo, Pega CRM, QuickDesk, Radium CRM, Sales Infinite, T3 CRM, UGRU, Valai CRM, WakeUpSales, X2CRM, Yetiforce, ZeyOS, and many others are mentioned in Annex 1.

There are many different CRM applications that are focused on the same CRM field. They provide support for customer care and better services by means of their preferences. Forecasting, business intelligence, customer intelligence, and competition intelligence have important tasks here as well. The reason is natural in that it assists in searching for a gap in the market and optimal goods and services for sale. These tasks are also closed to social networks. Social networks (Collin et al., 2011) create a digital world where humans talk about needs, wishes, experiences, or requests. This is a place for individual discussion with friends around the...

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